Summer Internship report

On

“A Study on Employee Perception Towards

Adoption of Innovation Digital HRM”.

PROJECT REPORT
Submitted In
Partial fulfilment of
Bachelor of Business Administration
To
The IIS University, Jaipur

Submitted By:-
Krithika Soni
(BBA Semester-IV)
(IISU/2020/ADM/27282)

Under the supervision of

DR. Neha Saxena
(Associate Professor)
Department of Management

IIS (Deemed to be University)

JAIPUR (RAJ),302020
DECLARATION

I, Kirthika Soni the undersigned solemnly declare that the Summer Internship
Report is based on my own work carried out during the course of my study
under the supervision of Dr. Neha Saxena. I assert the statements made and
conclusion drawn are an outcome of my research work. I further certify that the
work contained in the report is original and has been conducted by under
general supervision of supervisor. The work has not been submitted to any other
Institution for any other degree/diploma/certificate in this University or any
other University of India or abroad. I have followed the guidelines provided by
the in writing the report. Whatever I have used material (data, theoretical
analysis and text) from other source. I have given due credit to them in the text
of report and given their details in the references.

Name of Student: - Kirthika Soni

Enrolment No.: - 27282
Batch: - 2020-2023
Course: - BBA
FACULTY GUIDE APPROVAL

This is to certify that Kirthika Soni, Enrolment No; 27282. A student of BBA in
2020-2023 batch. Has worked under my guidance and supervision for the paper.
This report being submitted incorporated original work and research and is
being submitted as a partial fulfilment of the Bachelor of Business
Administration.

Signature

Name of Faculty Guide- Dr. Neha Saxena

ACKNOWLEDGEMENT
I sincerely thank all of you; many people have contributed to my pursuit of this
degree. I would not have made it this far through such a challenging and
stressful process without your support and encouragement.

I am grateful to my mentor Dr. Neha Saxena and all my committee members. I

sincerely appreciate your counsel, guidance and inspiration. Thank you for your
wise insight and generous help during this whole process.

Thanks to my family with their unconditional love and support. I always think
about my mother when I am writing because she was the first teacher who
taught me how to write.

Thanking you all.

Kirthika Soni
ABSTRACT

Here, we'll look at the role of technology and innovation in the digital age. There
is a lot of rivalry these days, which necessitates using cutting-edge human
resource (HR) procedures. To stay competitive in the market, it is necessary to
constantly improve and innovate human resource procedures. In addition,
previous studies have shown that innovative HRM strategies may have a positive
impact on employee retention and performance. It is imperative that every
company strive to increase the quality of its personnel at this moment. An
effective and well-planned strategy is needed at the workplace in order to get the
finest human resources. As a result, the old HRM is gradually being replaced with
newer and more technologically sophisticated HRM as time goes on. A variety
of sources were used to find relevant information for the study, including
Proquest, EBSCO Host, and Google Scholar, as well as digital resources and
databases such as Google Scholar. This research, on the other hand, adds to the
current body of knowledge by expanding on the function of cutting-edge digital
practices and technology in a competitive market. In addition, numerous
implications for improving digital age sustainability were highlighted. The
study's shortcomings and potential future steps are also addressed.

KEYWORDS: E-HRM practices, Technology, digital HRM, etc.

TABLE OF CONTENTS

No. Content Pg no.

1). Introduction. 7-14
1. HRM and Digital HRM
2. Innovative HR Practices
3. Significance of the study

2). REVIEW OF LITERATURE 15-29

3). METHODOLOGY 30-32
1. Objectives of the study
2. Research Methodology
3. Tools Used
4. Type of Data
5. Sampling Technique
6. Sample size
7. Analysis Tools

4). DATA ANALYSIS AND 33-48

INTERPRETATION
5). CONCLUSION 49
6). References 50-53
CHAPTER 1: INTRODUCTION

It is the internet, a new means of exchanging information, that is the primary

engine of change in companies. It's becoming more difficult for HR professionals
to keep up with global digitalization and fast advancements in HR technology.
Those in HR who are adaptable and ready to cope with the ever-increasing speed
and sometimes unanticipated changes in the global workplace will need new
kinds of technical knowledge, skills, and capacities. Decentralization, when
utilized correctly, may lead to emancipation in the workplace. HR experts need
to examine the potential benefits and drawbacks of such a shift. An entirely new
sort of organization will be needed in this new period, one that can bring together
the contributions of independent people in a socially responsible manner. So, it is
evident that HR management is changing, and that new HR managers need to
manage themselves as well as the HR system (Anyim et al, 2011).

1.1.HRM and Digital HRM

Businesses now operate on a global scale, which necessitates the export or import
of products and services as well as technology, managerial expertise, and
financial resources. With today's high-speed communication networks, the globe
has shrunk in size due to globalization. There has been an increase in global
economic integration (Bhagwatti, 2004). Another reason for the rise of digital
HRM in the eyes of managers in comparison to more conventional HRM is that
an organization's sustainability is increasingly dependent on the quality of its
people resources, whether they are on hand or not. For the HR department,
embracing digital transformation and implementing best practices are essential
components of their HR strategy. However, human resource management faces a
variety of issues across the globe. The ability that company has for competing
into the global market in today’s time onto its willingness to strive to become
global.
This is the most daunting opportunity for the HR department, which must deal
with the intricacies of change and transformation. When it comes to building an
organization's momentum and internal skills, HR is taking the lead alongside
other business areas today. As the competitive market environment changes and
organizations realize that HRM must play a more strategic role in their success,
according to Indermun (2014), the duty of human resource managers is changing.
In significant part, the quality of a company's human resources is determined by
the effectiveness of its recruitment efforts. According to Burma (2014), "the
development of every company is proportionate to the growth of its talent in an
age of competition." Retaining a high-quality employee is just as vital as
attracting and retaining them. There is thus an interrelationship between a
consistent incentive system and an objective, specified, and consistent
performance evaluation system. According to Taylor (2009), the following four
factors are crucial in getting an employee to "fall in love" with the company: the
market place should be respected and treated fairly: In other words, emphasize
the value of each employee's contribution, provide opportunities for skill
development, and promote from within.

In today's web-based economy, HR practitioners would be well-served to have a

theoretical understanding of the relationship between HR and IT and apply it to
improving HR performance via IT integration. An organization's creativity and
efficiency can only be maintained with the help of technology. Because HR is the
nerve centre of the company and is mostly responsible for laying out its
organizational structure, the two departments' working together is crucial.

1.2. Innovative HR Practices

As a result of the effect of the internet or the digitization of HR operations,

conventional functions of HR like the recruitment as well as the selection,
development as well as training, management of the performance as well as, and
pay administration have been transformed. Because of this, HR operations and
the way firms think about HR practices have seen a radical transformation in the
previous decade as a result of the internet.

Human resource management is not complete without recruitment and selection.

Recruitment is technically the first step in the selection process. The process of
finding a new employee begins with recruiting, moves on through selection, and
concludes with the placement of that employee. Currently, digitization is seen as
the most effective method for recruiting. It's a major shift in the world of job
searching and recruiting, and it's spreading fast. Employers may save money on
recruiting by using social networking sites instead of conventional methods such
as hiring consultants, advertising in various media, and participating in job fairs.
Employers and job seekers alike have benefited greatly from the widespread use
of social media recruitment tools such as LinkedIn, Glassdoor, Skype, and others
made possible by the widespread adoption of digital technology. Recruiters are
able to increase their chances of finding a good candidate by using all of these
social media tactics to broaden their reach. As a result, new management theories
and practices, including the use of information technology as a substitute for
administrative chores in businesses, will have to be developed (Patra, Khatik, &
Kodwani, 2002).
With the advent of digital technology, traditional methods of training and
development have taken on new life. Employees have less options for growth and
development under conventional HR practices. Because of this, it is critical to
keep your staff happy and content. Keeping them in their place is just as crucial
from this old-fashioned viewpoint. As an alternative, employing technology to
conduct training may save money on things like airfare, hotel stays, and other
non-direct expenses. Another advantage of utilizing the internet and web-
enhanced training is that employees may study at their own speed and at any time.
Additionally, it's a more flexible medium for acquiring knowledge, including a
"just-in-time" approach to training. More than 85% of employment in the United
States and Europe will demand considerable use of knowledge in the near future,
making the use of different forms of technology to offer a training program
particularly critical at this time (Noe et al., 2003). In today's global economy,
integrating web-based and internet-based channels for the development of
knowledge is a must.

Organizations are always looking for methods to make faster and more accurate
judgments in order to remain competitive. Administration of compensation is no
different. As an example, classification and compensation analysts use market
information to create pay levels that attract and keep a workforce with the
required abilities. Compensatory software is a well-known example of how IT
may be used in this area.

Technology-enabled pay may also improve HR by allowing managers to see and

alter their workers' remuneration when required and appropriate. Using
technology, HR pros may develop reports that help them keep track of their
personnel and make any adjustments.

Society has experienced quick and deep changes in the last several decades as a
result of technological breakthroughs that have permeated all areas of life. The
contemporary age is known as the "digital era" because of these advancements.
"The changes connected with the use of digital technology in all sectors of human
society" have been used to describe a business model in recent discourse by
Stolterman and Fors (2004).

Although digitalization has revolutionized the way businesses operate, some

authors (e.g., Heavin & Power, 2018) argue that it is now a core component of
corporate strategies due to the profound impact it has had on consumer behaviour,
expectations, and assessments of products and services. Organizations all over
the world have felt the effects of digitalization first-hand. Organizations must
rethink their business strategy in reaction to this shift in customer behaviour in
order to maintain a long-term competitive edge.

There are several benefits to the digital transformation, all of which stem from
the increased use of information and communication technology, or IT, in
business (Brennen and Kreiss, 2016; Stolterman and Fors, 2004). As a tool for
internal optimization, it's expected to have a good impact on the organization's
future growth prospects and trends. . It is important to emphasize that digital
transformation is distinct from digitization, which is considered as the "capacity
to turn current goods or services into digital equivalents and hence give benefits
over the actual product" (Gassmann et al., 2014) .

As a by-product of digitization, an abundance of data is generated and made

available, allowing companies to gain a greater depth of understanding of their
business and increase their overall adaptability (Nöhammer & Stichlberger,
2019). Algorithms allow data to be more easily analysed, which increases the
amount of information flowing through the company. In recent years, the new
difficulties posed by digitization have also necessitated adjustments in
conventional HRM methods. . The way people engage with data and information
has evolved as a result of the advent of new technologies. Several HR activities,
including as recruiting and selecting employees, managing performance and
budgeting HR resources, have been significantly altered by digital technology,
resulting in improved services for the company's stakeholders. Human resource
information systems (HRIS) and digital technologies have made it easier to
manage data and relevant information, which has resulted in considerable savings
in the time it takes to plan HR tasks. In the past, HR used paper documents to
store important information. As Palmer et al. (2017) pointed out, the Adobe
instance is a good example of how digitization has affected human resources
management (HRM). To become a cloud-based digital service provider, Adobe
discontinued the sale of licensed goods in packages in 2011. . Both the worker
and the HR function have been affected by this fundamental shift in the
company's structure. Indeed, as a result of the digital revolution, human resources
management has become more people-oriented, more diverse, and consequently
there is a stronger desire to organize interesting work. An example of the HR
function's need to adapt to new technology and keep the firm competitive is
shown in this case study .

For example, Strohmeier and Parry (2014) identified certain issues that human
resources managers face as a result of the digitization revolution. Human
resources professionals have had to make considerable adjustments to their
strategies and practices in order to deal with the influx of so-called "digital
workers," or a group of individuals whose attitudes, credentials, and behaviours
have been moulded by new digital technology.

The focus of this thesis is on human resource management in the years 2010-2020
as a result of technological advancements. The HR function underwent a major
shift throughout this time period, and it demands particular attention. There are a
number of trends impacting human resources management that include the use of
artificial intelligence, smart working, reskilling, and gamification.

Human resource management is becoming more dependent on digital methods,

and these methods have now become critical in determining the overall strategy
for the firm.

Too far, there have been few studies on the issue, and there is no clear
identification of the variables that are critical for a successful deployment of
digital technologies in the HR function and its repercussions. By conducting an
exploratory study of the literature published over the previous decade, we want
to fill this void.
As a result of this assessment, we're able to answer the following research
question: "What elements impact the effectiveness of digitalization of human
resource management (function) and its implications during the previous
decade?"

In this research, we want to examine the effects of HRM digitalization on

businesses and identify the elements that influence such effects. The whole
organization represents our goal. As a result, even if just the HR department
adopts the HRIS, when we speak about digitization, we refer to the whole
company, since everyone is participating in its implementation. It is obvious that
the acquisition of a digital tool rests with the decision makers, but once the
technology has been obtained, everyone may adopt and utilize it, even if they
have differing access permissions.

Finally, it's time to explain how the word "success" relates to the variables and
outcomes being explored in this research. Although the literature on HRM
digitalization may be broken down into two sections, the first part pertains to how
digital tools are adopted and what criteria affect success in this phase. The second
part refers to how these tools are used and what factors determine whether or not
they succeed. “The second section focuses on the effects of digitalization. As a
result, digital tool adoption is a precondition for HRM digitization to be a success.
The outcomes of HRM digitalization are influenced by several elements, which
in turn affect the success of this process.

1.3 Significance of the study

The main significance of the study is that at the end of the study we will be having
each and every perspective of the people regarding the impacts of the innovation
in HRM practices and how it has been leading towards the betterment of the
employees.
 CHAPTER 2: REVIEW OF LITERATURE

S.NO AUTHOR YEA TITLE OF OBJECTIVE METHODO- CONCLUSION

R PAPER LOGY

1. Panayoto 2010 Adoption of To look at Primary They looked at the

poulou, electronic the effect of Data effect of the country's
L. G. systems in the country's history on the
HRM: Is history on adoption of e-HRM.
national the adoption Systems for both
background of of e-HRM. front and rear end
the firm were emphasized.
relevant? Results showed that
e-HRM spread in
three distinct regions:
Northern, Central and
South-Easterly.
2. Stone, 2013 Emerging Study about Primary HRMS (Human
D. L. issues in Human Data Resource
theory and Resource (survey) Management System)
research on Management as well as electronic
electronic System as human resource
human well as management. In
resource electronic addition, they
management human improved the
(e-HRM) resource efficiency of these
management systems inside
. companies.
3. Hair,J. F. 2014 An To know if Primary An attempt was made
institutional the use of Data to determine if the
theory electronic (questionnai use of electronic
perspective human re) human resources
on e- HRM’s resources management (e-
strategic management HRM) was linked to
potential in (e-HRM) the generation of
MNC was linked human capital value.
subsidiaries to the Three prominent
generation of multinational
human organizations in the
capital Netherlands sent e-
value. mails and completed
an online
questionnaire to
obtain a sample of
450 people.

4. Subhashr 2020 Influence of Analyse the Primary The survey also

ee, V. a. IT existing Data indicated that the
Infrastructure research on (questionnaire installation of IT
and IT e-HRM ) infrastructure and the
Expertise on adoption IT knowledge of
E-HRM workers were the most
Adoption critical variables
impacting the
adoption of e-HRM.
5. Pant, S.C 2012 e-HR systems To establish Content Established a
implementatio a framework analysis framework for the
n: a for the implementation of e-
conceptual implementati HRM. The success of
framework on of e- e-commerce systems
HRM. sparked the adoption
of e-HRM systems by
businesses. The HR
department has
undergone significant
transformations as a
result of these
technologies, and
performance has also
improved.

6. 2016 E- HRM, The study's Primary The study's approach

Al-
workforce approach Data included the
kasasbeh,
agility and included the (questionnai integration of
A. M.
organisational integration re and literature and models
performance: of literature survey) of electronic human
A review and models resource
paper toward of electronic management, e-HRM
theoretical human application at the
framework resource business level,
management organization
, e-HRM effectiveness, and
application workforce agility.
7. Guenter, 2014 The negative To design a Primary An exploratory
H.v. effects of framework Data (QR investigation was the
delays in for analysing Strategy) goal of this research.
information the influence In order to avoid
exchange: of delays and
Looking at information degradation of
workplace transmission working
relationships delays on relationships,
from an employee managers and co-
affective outcomes workers should
events concentrate on
perspective restoring control in
employees.
8. Fýndýklý 2015 Exploring the To study on Primary e-HRM was found to
, M. A. outcomes of the selection Data be popular due to its
Electronic of apps and (survey) ability to help users
Human the system's save time, access
Resource e-HRM their own data, and
Management viewpoint save administrative
(E-HRM)? costs.
9. Nagendra 2014 Human To study the Primary The results of the
, A. Resource role of the data article clearly
Information HRIS (questionnai demonstrated that top
Systems subsystem in re) HR executives were
(HRIS) in HR training and aware that HRIS may
planning and recruitment, improve HR planning
development workforce efficiency.
in mid to planning,
large sized and the
organizations growth of an
organization'
s workforce.
10. Sindu, 2018 Adoption and To Content E-HRM
M. implementatio understand analysis implementation is
n factors for how affected by a
the different combination of
establishment elements variables that are both
of e-HRM impact internal to the
systems organization organization and
al culture. external to the
organization,
according to past
research.
11. Heikkilä, 2013 An To know Primary It was determined by
J. P. institutional how analysis these researchers that
theory western- (Survey) the information
perspective on based e- system's capacity to
e- HRM’s HRM reach its strategic
strategic practices are potential was
potential in affected by predicated on
MNC Chinese secondary reactions
subsidiaries subsidiaries to such significant
of MNCs. demands.

12. Al- 2013 Factors To Content Internal and exterior

Dmour, influencing determine analysis environmental
R. H.-Z. the adoption what influences were the
of HRIS variables, labels given to them
applications: influence by the writers.
A literature HRIS However, it was
review deployment. discovered that the
findings of several of
the research were
contradictory.

REVIEW PAPER I-

Panayotopoulou, L. G. (2010). Adoption of electronic systems in HRM: Is

national background of the firm relevant? New Technology, Work and
Employment”

Objectives of the study- To look at the effect of the country's history on the
adoption of e-HRM.
Methodology- Primary Data

Conclusion- They looked at the effect of the country's history on the adoption of
e-HRM. Systems for both front and rear end were emphasized. Results showed
that e-HRM spread in three distinct regions: Northern, Central and South-
Easterly.

Observation- Thirteen European nations were studied. They looked at the effect
of the country's history on the adoption of e-HRM. Systems for both front and
rear end were emphasized. Results showed that e-HRM spread in three distinct
regions: Northern, Central and South-Easterly.

REVIEW PAPER II-

“Stone, D. L. (2013). Emerging issues in theory and research on electronic human

resource management eHRM)”.

Objectives of the study- Study about Human Resource Management System as

well as electronic human resource management.

Methodology- Primary Data (survey)

Conclusion- HRMS (Human Resource Management System) as well as

electronic human resource management. In addition, they improved the efficiency
of these systems inside companies.

Observation- The author discussed HRMS (Human Resource Management

System) as well as electronic human resource management. In addition, they
improved the efficiency of these systems inside companies.
REVIEW PAPER III-

“Hair, J. F. (2014). Multivariate Data Analysis. Exploratory Data Analysis in

Business and Economics. Pearson New International Edition”

Objectives of the study-

Methodology- Primary data (questionnaire)

Conclusion- An attempt was made to determine if the use of electronic human

resources management (e-HRM) was linked to the generation of human capital
value. Three prominent multinational organizations in the Netherlands sent e-
mails and completed an online questionnaire to obtain a sample of 450 people.

Observation- An attempt was made to determine if the use of electronic human

resources management (e-HRM) was linked to the generation of human capital
value. Three prominent multinational organizations in the Netherlands sent e-
mails and completed an online questionnaire to obtain a sample of 450 people.
As HRM facilitation rises, so does the strength of the link between use and HR
value generation, according to this study's results.

REVIEW PAPER IV-

“Subhashree, V. a. (2020). “Influence of IT Infrastructure and IT Expertise on

E-HRM Adoption. International Journal of Scientific & Technology Research,
9(01), pp. 585-589.”

Objective of the study- Analyse the existing research on e-HRM adoption

Methodology- Primary Data (questionnaire)

Conclusion- The survey also indicated that the installation of IT infrastructure
and the IT knowledge of workers were the most critical variables impacting the
adoption of e-HRM.

Observation- In their study, the author analysed existing research on e-HRM

adoption. There is an emphasis on automating work that lessens the demand on
human resources and saves time in the research. The survey also indicated that
the installation of IT infrastructure and the IT knowledge of workers were the
most critical variables impacting the adoption of e-HRM.

REVIEW PAPER V-

“Pant, S. C. (2012). e-HR systems implementation: a conceptual framework.

AMCIS 2008 Proceedings, 338, 23.”

Objective of the study- To establish a framework for the implementation of e-

HRM.

Methodology- Content analysis

Conclusion- Established a framework for the implementation of e-HRM. The

success of e-commerce systems sparked the adoption of e-HRM systems by
businesses. The HR department has undergone significant transformations as a
result of these technologies, and performance has also improved.

Observation- -HRM, worker adaptability, and organizational performance were

all examined by the author in a review of the literature on electronic human
resource management. An exploratory investigation was the goal of this research.
The review's findings were put to use in developing the theory behind the
investigation. The study's approach included the integration of literature and
models of electronic human resource management, e-HRM application at the
business level, organization effectiveness, and workforce agility.

REVIEW PAPER VI-

“Al-kasasbeh, A. M. (2016). E- HRM, workforce agility and organisational
performance: A review paper toward theoretical framework. International
Journal of Applied Business and Economic Research, 14(15), pp.10671-10685.”

Objective of this study- The study's approach included the integration of

literature and models of electronic human resource management, e-HRM
application

Methodology- Primary Data (questionnaire and survey)

Conclusion- The study's approach included the integration of literature and

models of electronic human resource management, e-HRM application at the
business level, organization effectiveness, and workforce agility.

Observation- e-HRM, worker adaptability, and organizational performance were

all examined in a review of the literature on electronic human resource
management. An exploratory investigation was the goal of this research. The
review's findings were put to use in developing the theory behind the
investigation. The study's approach included the integration of literature and
models of electronic human resource management, e-HRM application at the
business level, organization effectiveness, and workforce agility.
REVIEW PAPER VII-
“Guenter, H. v. (2014). The negative effects of delays in information exchange:
Looking at workplace relationships from an affective events perspective.
Human Resource Management Review, 24(4), pp. 283-298.”

Objective of this study- To design a framework for analysing the influence of

information transmission delays on employee outcomes

Methodology- Primary Data (QR Strategy)

Conclusion- An exploratory investigation was the goal of this research. In order

to avoid delays and degradation of working relationships, managers and co-
workers should concentrate on restoring control in employees.

Observation- A conceptual framework for analysing the influence of information

transmission delays on employee outcomes was developed. An exploratory
investigation was the goal of this research. In order to avoid delays and
degradation of working relationships, managers and co-workers should
concentrate on restoring control in employees. Managers and academics looking
at workplace temporal events both found that delays in information flow had a
significant influence on the relationships between co-workers.

REVIEW PAPER VIII-

“Fýndýklý, M. A. (2015). Exploring the outcomes of Electronic Human

Resource Management (E-HRM)? Procedia-Social and Behavioural Sciences,
207, pp. 424-431.”

Objective of the study- To study on the selection of apps and the system's e-
HRM viewpoint
Methodology- Primary Data (survey)

Conclusion- e-HRM was found to be popular due to its ability to help users save
time, access their own data, and save administrative costs.

Observation- For the research, a descriptive study was carried out. With an open-
ended questionnaire and semi-structured interviews, a qualitative approach was
used. Only employees in the HR department were surveyed; no one from higher
levels of management or other divisions was involved in the selection process. e-
HRM was found to be popular due to its ability to help users save time, access
their own data, and save administrative costs.

REVIEW PAPER IX-

“Nagendra, A. &. (2014). Human Resource Information Systems (HRIS) in HR

planning and development in mid to large sized organisations. Procedia-Social
and Behavioural Sciences, 133, pp. 61-67.”

Objective of the study- To study the role of the HRIS subsystem in training and
recruitment, workforce planning, and the growth of an organization's workforce.

Methodology- Primary Data (questionnaire)

Conclusion- The results of the article clearly demonstrated that top HR executives
were aware that HRIS may improve HR planning efficiency.

Observation- an HRIS (Human Resource Information System) must have more

cognitive capabilities to improve HR planning. The authors attempted to study
the role of the HRIS subsystem in training and recruitment, workforce planning,
and the growth of an organization's workforce. A sample of 50 senior and junior
HR managers/executives from three Pune-based organizations was used for
primary data collection. The results of the article clearly demonstrated that top
HR executives were aware that HRIS may improve HR planning efficiency.

REVIEW PAPER X-

“Sindu, M. (2018). Adoption and implementation factors for the establishment

of e-HRM systems. International Journal of Scientific Development and
Research” 3(11), pp. 172-176.

Objective of the study- To understand how different elements impact

organizational culture.

Methodology- Content analysis

Conclusion- E-HRM implementation is affected by a combination of variables

that are both internal to the organization and external to the organization,
according to past research.

Observation- When it comes to the implementation of e-HRM systems, the author

sought to understand how different elements impact organizational culture. The
study relied on past research and models to determine the influence of these
characteristics. The Yale model of communication and persuasion, the Theory of
Planned Behaviour, and the Technology Acceptance Model were some of the
more popular ones. E-HRM implementation is affected by a combination of
variables that are both internal to the organization and external to the
organization, according to past research.
REVIEW PAPER XI-

“Heikkilä, J. P. (2013). An institutional theory perspective on e- HRM’s

strategic potential in MNC subsidiaries. The Journal of Strategic Information
Systems, 22(3)”, pp. 238-251.

Objective of the study- To know how western-based e-HRM practices are

affected by Chinese subsidiaries of MNCs.

Methodology- Primary analysis (Survey)

Conclusion- It was determined by these researchers that the information

system's capacity to reach its strategic potential was predicated on secondary
reactions to such significant demands.

Observation- E-HRM and strategic information systems (IS) were investigated.

Normative, cognitive, and regulatory institutional elements were also examined
in relation to how western-based e-HRM practices are affected by Chinese
subsidiaries of MNCs. Key informants from 10 MNC subsidiaries were
interviewed in Beijing and Shanghai. Subsidiaries were shown to suffer both
dysfunctional and transformative repercussions as a result of institutional
constraints. It was determined by these researchers that the information system's
capacity to reach its strategic potential was predicated on secondary reactions to
such significant demands.

REVIEW PAPER XII-

“Al-Dmour, R. H.-Z. (2013). Factors influencing the adoption of HRIS

applications: A literature review. IJMBS, 34,” pp. 9-26.

Objective of the study- To determine what variables, influence HRIS

deployment.
Methodology- Content analysis

Conclusion- Internal and exterior environmental influences were the labels given
to them by the writers. However, it was discovered that the findings of several of
the research were contradictory.

Observation- Content analysis was utilized to gather information on the adoption

and deployment of HRIS (Human Resource Information System). According to
the authors, several studies have been conducted in an attempt to determine what
variables influence HRIS deployment. Internal and exterior environmental
influences were the labels given to them by the writers. However, it was
discovered that the findings of several of the research were contradictory.
CHAPTER 3: METHODOLOGY

Objectives of the study

 To know the trends related to innovation in HRM practices for engaging
the employees.
 To analyze the perspective of the people regarding innovation in the HRM
practices.
 To know the challenges faced by e-HRM in terms of the employee's
perspective.

Research Methodology

Research methodology is that aspect which is being followed during the thorough
research for reaching the perspective of the people and examining the literature
which is already in existence regarding the topic which has been chosen. As in
this particular study we have been deliberating about the worker retention
strategies, so the plans of chosen company have been examined using existence
literature and the viewpoint of the workers concerning the organization is being
collected with the help of primary research method. Questionnaire method
technique was used for the collecting data. All respondents were given numerous
questions about the Electric car. The interpretation of outcomes has been
developed and the final results have been computed.
Tools Used

The instruments considered for the analysis of the collected data with the help of
questionnaire are:
 Microsoft Excel
 Normal calculation method

Type of Data

Primary data was considered for the purpose of analysis which has been collected
with the help of questionnaire that was distributed with using the digital platforms
to different areas for respondents. In further to these responses has been collected.
Collection of responses has been additional examined using the help of analysis
tool.

Sampling Technique
Random sampling technique was carried into significance for choosing the
sampling for responding the issues that were plated in questionnaire. Majority of
the people chosen were working or pursuing higher education.

Sample size
51 people responded the questions mentioned in the questionnaire and those
responses has been collected and further being utilized for analysis.

Analysis Tools
For the computation of the primary data analysis, normal excel calculations was
applied, and other statistical analysis was done with the help of Microsoft Excel
tabular and chart form. All the data has been represented in chart form for the
prospects of analysis. Data has been represented in the form of pie chart and prior
to it, it was collected in tabular form with the use of Microsoft Excel.
CHAPTER 4: DATA ANALYSIS AND
INTERPRETATION

Age

Number of respondents Frequency

20-25 47 92.1568627

26-30 4 7.84313725

31-35 0 0

Above 35 0 0

Total 51 100
INTERPRETATION
In accordance with the above graph, it can be clearly interpreted that the
majority of the respondents were in the group of 20-25 years.

Gender

Number of respondents Frequency

Male 20 39.2156863

Female 31 60.7843137

Prefer not to say 0 0

Total 51 100

INTERPRETATION

In the graph above it is clearly shown that majority of the respondents were
female attaining a number of 31 out of the total respondents.
 Marital Status

Number of respondents Frequency

Married 20 39.2156863

Unmarried 31 60.7843137

Total 51 100

INTERPRETATION
In the data collected and shown in the graph, it is clearly depicted that the
majority of the respondents were unmarried amongst the total respondents.
 Education
Number of respondents Frequency

Under-graduate 29 56.8627451

Post Graduate 19 37.254902

PHD 0 0

Others 3 5.88235294

Total 51 100

INTERPRETATION

The graph above is clearly showing that the majority of the respondents were
under-graduate attaining a percentage of 56%.
Do your company adopts various types of HRM practises in the organisation?

Number of respondents Frequency

Yes 36 70.5882353

No 6 11.7647059

Sometimes 9 17.6470588

Total 51 100
INTERPRETATION
In accordance with the graph above it clearly shown that majority of the
respondents stated yes for the fact that their company is adopting various types
of HRM practices inside the organization.

Do you company use digital techniques for performing human resource management
practises

Number of respondents Frequency

Yes 36 70.5882353

No 6 11.7647059

Sometimes 9 17.6470588

Total 51 100
INTERPRETATION

The above graph shows that majority of the respondents stated that their company
make use of digital techniques for the purpose of performing the HRM practices
and attaining the number 36.

Do your company perform HRM practises for the engagement of an employee working
in the organisation

Number of respondents Frequency

Yes 37 72.5490196

No 9 17.6470588

Sometimes 5 9.80392157

Total 51 100
INTERPRETATION

The graph above it shows that the majority of the respondents has been choosing
yes to the question that their company perform HRM practices for the purpose of
engagement of an employee working in the organization.

Adaptation of HRM practises are having huge impact on to the working process of
employees.

Number of respondents Frequency

Strongly Agree 32 62.745098
Agree 7 13.7254902
Neutral 5 9.80392157
Disagree 1 1.96078431
Strongly Disagree 6 11.7647059
Total 51 100
The above graph shows that majority of the respondents strongly agreed for the
adaptation of HRM practises is hugely impacting the working process of the
employees.

Digital innovation in HRM practises is the important aspects for the companies towards
making the employees much more technology friendly
Number of respondents Frequency

Strongly Agree 31 60.7843137

Agree 5 9.80392157

Neutral 5 9.80392157

Disagree 3 5.88235294

Strongly Disagree 7 13.7254902

Total 51 100
INTERPRETATION
In accordance with the graph above, it can be clearly interpreted that majority of
the respondents were strongly agreeing for the fact that digital innovation in HRM
practises is the important aspect for the companies towards making the employees
much more technology friendly.

As an employee, do you feel that digital innovation in the HRM practises is having impact
on your fellow employees and they are being more attracted towards the work

Number of respondents Frequency

Yes 35 68.627451

No 8 15.6862745

Sometimes 8 15.6862745

Total 51 100
INTERPRETATION

In accordance with the graph above, majority of the respondents stated yes for
the fact that as an employee they feel that digital innovations in the HRM
practises is having impact on their fellow employees and they are being more
attracted towards the work.

Employees are being more attracted to words their work and satisfied with their job after
the digital innovation came into existence regarding HRM practises

Number of respondents Frequency

Strongly Agree 30 58.8235294
Agree 5 9.80392157
Neutral 8 15.6862745
Disagree 0 0
Strongly Disagree 8 15.6862745
Total 51 100
INTERPRETATION

The above graph shows that the majority of the respondents strongly agree with
the fact that employees are being much more attracted to words their work as well
as being satisfied with their job after digital innovations came into existence
regarding HRM practices.
Digital innovation of the HRM practices will also be provide competitive advantage in
regards to manage the employees

Number of respondents Frequency

Strongly Agree 33 64.7058824

Agree 4 7.84313725

Neutral 5 9.80392157

Disagree 0 0

Strongly Disagree 9 17.6470588

Total 51 100
INTERPRETATION
In accordance with the respondents, category people strongly agree to the fact
that digital innovation on HRM practises will also be providing competitive
advantage in regards to managing the employees

Rate your experience regarding the HRM practices of your company

Number of respondents Frequency

1 7 13.7254902
2 3 5.88235294
3 6 11.7647059
4 3 5.88235294
5 32 62.745098
Total 51 100
INTERPRETATION

In accordance with the above graph, the respondents are having huge connection
and better experience with the HRM practices of your company and rate 5 on the
scale of 5.

Rate your company in terms of adaptation of digital innovation

Number of respondents Frequency

1 6 11.7647059

2 2 3.92156863

3 6 11.7647059

4 5 9.80392157

5 32 62.745098

Total 51 100
INTERPRETATION

The graph above clearly shows that majority of the respondents rated 5 on the
scale of 5 for the adaptation of the digital innovation by the company.
FINDINGS

 In accordance with the above graph, it can be clearly interpreted that the
majority of the respondents were in the group of 20-25 years.
 In the graph above it is clearly shown that majority of the respondents were
female attaining a number of 31 out of the total respondents.
 In the data collected and shown in the graph, it is clearly depicted that the
majority of the respondents were unmarried amongst the total respondents.
 The graph above is clearly showing that the majority of the respondents
were under-graduate attaining a percentage of 56%.
 In accordance with the graph above it clearly shown that majority of the
respondents stated yes for the fact that their company is adopting various
types of HRM practices inside the organization.

 The above graph shows that majority of the respondents stated that their
company make use of digital techniques for the purpose of performing the
HRM practices and attaining the number 36.
 The graph above it shows that the majority of the respondents has been
choosing yes to the question that their company perform HRM practices
for the purpose of engagement of an employee working in the organization.

 The above graph shows that majority of the respondents strongly agreed
for the adaptation of HRM practises is hugely impacting the working
process of the employees.
 In accordance with the graph above, it can be clearly interpreted that
majority of the respondents were strongly agreeing for the fact that digital
innovation in HRM practises is the important aspect for the companies
towards making the employees much more technology friendly.
 In accordance with the graph above, majority of the respondents stated yes
for the fact that as an employee they feel that digital innovations in the
 HRM practises is having impact on their fellow employees and they are
being more attracted towards the work.
 The above graph shows that the majority of the respondents strongly agree
with the fact that employees are being much more attracted to words their
work as well as being satisfied with their job after digital innovations came
into existence regarding HRM practices.
 In accordance with the respondents, category people strongly agree to the
fact that digital innovation on HRM practises will also be providing
competitive advantage in regards to managing the employees

 In accordance with the above graph, the respondents are having huge
connection and better experience with the HRM practices of your company
and rate 5 on the scale of 5.
 The graph above clearly shows that majority of the respondents rated 5 on
the scale of 5 for the adaptation of the digital innovation by the company.
CHAPTER 5: CONCLUSION

It is the internet, a new means of exchanging information, that is the primary

engine of change in companies. It's becoming more difficult for HR professionals
to keep up with global digitalization and fast advancements in HR technology.
Those in HR who are adaptable and ready to cope with the ever-increasing speed
and sometimes unanticipated changes in the global workplace will need new
kinds of technical knowledge, skills, and capacities. Decentralization, when
utilized correctly, may lead to emancipation in the workplace. HR experts need
to examine the potential benefits and drawbacks of such a shift. As a result of the
effect of the internet or the digitization of HR operations, conventional HR
functions such as recruitment and selection, training and development,
performance management, and pay administration have been transformed.
Because of this, HR operations and the way firms think about HR practices have
seen a radical transformation in the previous decade as a result of the internet.
With the advent of digital technology, traditional methods of training and
development have taken on new life. Employees have less options for growth and
development under conventional HR practices. Because of this, it is critical to
keep your staff happy and content. Keeping them in their place is just as crucial
from this old-fashioned viewpoint. As an alternative, employing technology to
conduct training may save money on things like airfare, hotel stays, and other
non-direct expenses. Finally, it's time to explain how the word "success" relates
to the variables and outcomes being explored in this research. Although the
literature on HRM digitalization may be broken down into two sections, the first
part pertains to how digital tools are adopted and what criteria affect success in
this phase. The second part refers to how these tools are used and what factors
determine whether or not they succeed. The second section focuses on the effects
of digitalization. As a result, digital tool adoption is a precondition for HRM
digitization to be a success. The outcomes of HRM digitalization are influenced
by several elements, which in turn affect the success of this process.

Implications for Future

It is possible that practitioners might utilize our research to get insight into
whether or not a certain HRM digitalization process will be a success since it
emphasizes the aspects that may or may not be responsible for its success. For
managers who wish to digitize HRM tasks, we can state that the most crucial tip
is for them to have a clear strategy in place. Additionally, they are able to educate
workers toward the effective use of digital technologies in the HR function by
better focusing their efforts. Indeed, HR managers may better evaluate the
repercussions of their decisions and make adjustments if required by defining a
comprehensive HRM digitization strategy that specifically outlines the areas in
which greater attention is needed. For the second, other researchers might utilize
our study as a foundation for the creation of a business case to experimentally
confirm our findings.
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